New and controversial when I first described the concept 17 years ago in the pages of this magazine (see “Reengineering Work: Don’t Automate, Obliterate,” HBR July–August 1990), the process-based approach to transformation is now used routinely by enterprises all over the world.
Bus the process 3 pdf#
The author describes how several companies-including Michelin, CSAA, Tetra Pak, Shell, Clorox, and Schneider National-have successfully used PEMM in various ways and at different stages to evaluate the progress of their process-based transformation efforts.Ĭlick here to download a PDF worksheet of “Assessing the Maturity of Your Processes.”Ĭlick here to download a PDF worksheet of “Evaluating the Maturity of Your Enterprise.”īusiness has embraced process management as a way of life. PEMM is different from other frameworks, such as Capability Maturity Model Integration (CMMI), because it applies to all industries and all processes. Together, the enablers and the capabilities provide an effective way for companies to plan and evaluate process-based transformations. A company must also possess or establish organizational capabilities that allow the business to offer a supportive environment. However, enablers are not enough to develop high-performance processes they only provide the potential to deliver high performance. They are mutually interdependent-if any are missing, the others will be ineffective. Process enablers, which affect individual processes, determine how well a process is able to function. He has identified two distinct groups of characteristics that are needed for business processes to perform exceptionally well over a long period of time. Michael Hammer has spent the past five years working with a group of leading companies to develop the Process and Enterprise Maturity Model (PEMM), a new framework that helps executives comprehend, formulate, and assess process-based transformation efforts. As a result, many organizations make little progress-if any at all-in their attempts to transform business processes. Yet in spite of their intentions and investments, many executives flounder, unsure about what exactly needs to be changed, by how much, and when. Note: a post office box is NOT ACCEPTABLE as an agent’s address.Few executives question the idea that by redesigning business processes-work that runs from end to end across an enterprise-they can achieve extraordinary improvements in cost, quality, speed, profitability, and other key areas.
An agent must be designated for each state in or through which the carrier, broker, or freight forwarder operates each person, association or corporation designated must reside in the state for which designated a carrier, broker or freight forwarder may designate himself/herself for the state in which he/she resides and state officials may be designated only if such official’s agreement to so act is furnished with this designation. Regulations governing the designation of persons upon whom process may be served are prescribed at 49 CFR 366, as amended. One copy must be retained by the carrier or broker at its principal place of business. It must include all states for which agency designations are required.
A broker or freight forwarder applicant, without CMVs, can file Form BOC-3 on their own behalf.
Only a process agent, on behalf of the applicant (carrier), can file Form BOC-3 (Designation of Process Agents) with the FMCSA.
Bus the process 3 update#
Update My USDOT Number and/or Authority.Apply for a New USDOT Number and/or Authority.ADA Requirements for Over-the-Road Bus Companies.National Registry of Certified Medical Examiners.Regulations Regulations, Rules, & Notices.
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